To create high-performing and adaptive organizations, leaders need to actively shape an open culture that fosters collaboration and builds trust. This comes with a change in the role of the leader, yet it’s more important than ever.
A lack of conflict isn’t necessarily a sign of a like-minded, fully-aligned group with a project that is humming along smoothly. On the contrary, it usually means that essential conflict isn’t happening, resulting in disengaged team members and the rare, honest conversations happening in the shadows.
Written by Carolyn Kopprasch, published on OpenBuffer
In this talk leadership expert Simon Sinek reveals the hidden dynamics that inspire leadership and trust. In biological terms, leaders get the first pick of food and other spoils, but at a cost. When danger is present, the group expects the leader to mitigate all threats even at the expense of their personal well-being. Understanding this deep-seated expectation is the key difference between someone who is just an “authority” versus a true “leader.”
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As a new manager, you’re likely to want to prove yourself. So you work late, and you do your very best to kick ass and make a good first impression. This is the approach that worked well for you as an individual, so, of course, it’ll work when leading a team. This is where the Spiral begins because the initial thought is actually, “I can do it all myself. I’m the Boss.” But what you really need to learn to become is being a leader of your team, not the boss that’s in charge of making decisions for them.
Article by Michael Lopp on Rands in Response
Patrick Lencioni is the author of several bestselling books, including “The five dysfunctions of a team”. In this entertaining talk he speaks about the essential elements for high performing teams. I also highly recommend reading his book “The Advantage: Why Organizational Health Trumps Everything in Business” in which Patrick provides a foundational construct for conducting business in a way that maximizes human potential and aligns the organization around a common set of principles.
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As a leader you can cultivate trust by setting a clear direction, giving people what they need to see it through, and getting out of their way. It’s not about being easy on your employees or expecting less from them. High-trust companies hold people accountable but without micromanaging them. They treat people like responsible adults.
Article by Paul J. Zak on HBR
Leadership starts with influence and influence starts with trust. The ability to truly connect with others is vital for leaders to build an environment where a leader is trusted for the intentions before being respected for competence. Tanmay Vora presents a sketched summary of the key insights from the HBR article “Connect, Then Lead” by Amy Cuddy, Matthew Kohut and John Neffingerfrom on the dynamics of building trust as a leader.
Article by Tanmay Vora on QAspire
Transparency, like change, requires a strong commitment. But it pays off. When participation and curiosity increase among your team -including challenging you as a leader- it’s a sign that transparency is turning into a virtuous cycle.
A recent meta-analysis confirmed there is a positive relationship between how much team members trust one another and the achievement of team goals. What’s more, it seems trust between team members is related to team performance even when you take into account other factors, such as trust in a team leader and past team performance. Trust seems to matter most for teams that concentrate decision-making responsibility amongst a small group and least for teams where individuals can work relatively independently to complete their work.